CUSTOMER ENGAGEMENT
know that, before they can present a solution to a prospect, they have to engage in actively listening to ensure the solution they offer meets or ex- ceeds customer requirements. Strategy: The “one-size fits all” ap-
proach to sales is dead. It embraced the idea that – by talking fast and be- ing direct, forceful, and task oriented – a salesperson would get the sale. Today’s successful sales pros know that prospects have unique needs that have to be surfaced by using effective communication skills. These skills include: open-ended ques- tioning techniques, active listening, rephrasing, identifying buying signals, and asking trial closes, or question- ing techniques that elicit prospect opinions.
6: HARD SELLING INSTEAD OF NEED SELLING We all have an image in our minds of the fast-talking, hard-selling salesper- son that nobody wants to talk to. To- day’s customers are more educated, more sophisticated, and not likely to be intimidated or convinced by that style. They are looking for sales- people who respect their wishes, are a reputable source of information that can help them with their problems and needs, and have their business success as top priority. In return, cus- tomers will place their orders where they feel most secure. Strategy: When I think of a “hard
sell” approach, I think of some tele- marketers who call with the idea of convincing you that what they have to offer is exactly what you need. They may get several short-term sales, but they very seldom develop long-term relationships. A need, relationship, and consultative selling approach focuses on building long-term busi- ness relationships by showing the benefits of making a purchase while putting the prospect at ease. Sales- people build their reputations by earning each prospect’s trust. Learn from high-performing sales pros who serve as consultants and become a “valuable appreciating resource” to
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your prospects. Provide solutions that address and solve your prospect’s challenges and you will make the sale every time.
7: TALKING ABOUT FEATURES INSTEAD OF BENEFITS This death sentence occurs for either excessive enthusiasm or ignorance of your prospect and his needs. Features enable a prospect to enjoy a product’s benefit, but a feature by itself doesn’t mean anything. Strategy: You have to translate
product and service features (charac- teristics or facts of a product/service) into benefits (the value received or “What is the advantage to me”) for your prospects. In your excitement to make the sale, you might assume your prospects know the benefit to them. Don’t assume they know. Confirm it! Spell it out in their language, which is a way to show it is meaningful to them, not you.
8: DROPPING THE PRICE Some salespeople think that lower prices automatically mean higher demand and more sales. This is not the case. More often than not, price is associated with the quality of a product and its perceived value. By automatically dropping your price at the slightest hint of a price objection, you send a signal back that says: My product/service isn’t as good as I said it was. Since I was wrong on this item, I may be wrong on other items I have told you. Now your prospect has two credibility problems – one with your product and one with yourself. Strategy: Here are some questions to ask yourself in dealing with a price objection: • Is price really your prospect’s main objection?
• How badly does your prospect need your product?
• How serious is his resistance to price?
• Is your prospect trying to get a low-ball price to bargain with your competition?
• If your prospect is comparing your price against a competitive price, is your prospect comparing exact products/services and their fea- tures/benefits, including whether items are in stock and deliverable within ___ hours or ___ days?
• Will your prospect buy if the price is right?
9: NOT ASKING FOR THE SALE More sales are lost to this fact alone than to any other in the sales process. People rarely tell each other how they want to be treated – but they demonstrate it. Your prospect may have listened to your whole presenta- tion, objected a few times, and is now satisfied that your product/service will satisfy his need. Will she ask you if she can buy it? Hardly!
The majority of our communica-
tion involves signs and signals – and that is probably how you will be informed. Your prospect lets you know it is OK to ask for the sale. If you don’t ask, though, your custom- er won’t volunteer to buy. What’s more, she starts to lose interest or confidence in you as you continue to avoid the close. All too soon, you’ve talked yourself out of a sale without ever asking.
Strategy: Use the direct close and ask for the sale. You must ask in order to get the sale – and asking three times during your conversation with a prospect enhances your ability to close. Several examples are: • Which of these do you like best? • Is this what you had in mind? • Does this make sense to you? • Shall we go ahead with this order? • Would you like me to place this order for you?
10: FAILURE TO FOLLOW THROUGH Hopefully, these death sentences reinforce that every prospect should be treated as an individual with specific preferences, needs, issues, and challenges. One of the significant ways salespeople can distinguish themselves is through effective
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